The Importance of Employee Engagement in Successful Change Management

The Importance of Employee Engagement in Successful Change Management

In all of my experience of change and everything that comes with it, I have only experienced the loss of one person, which is a failure in my eyes; however, we sometimes have to admit that there are those who simply have trouble if their routines are to be broken, changed or disrupted, sad but true.

Implementing new processes and systems is essential for business growth, scaling and innovation, but these changes often come with challenges. One of the most significant factors in the success of change management is employee engagement. Engaging employees in the process, encouraging their feedback, and involving them in decision-making can make the difference between a smooth transition and resistance that hinders progress. This article explores the benefits of engaging employees when introducing new systems and processes, contrasted with the potential pitfalls of failing to do so.

Why Employee Engagement Matters in Change Management

When employees are engaged in the process of change, they are more likely to accept, adapt to, and even champion the new systems and processes. Engagement fosters a sense of ownership and involvement, which can significantly improve the chances of successful implementation.

You can see the pride in some employees when they say “that was my idea”, and indeed, some of the best ideas come from employees because they are in the engine room every day working with the inefficiencies that we are battling to eliminate.

Involving employees from the outset allows them to share their insights, contribute ideas, and become active participants in shaping the future of the organisation.

Here are some specific benefits of engaging employees during change management:

1. Improved Understanding and Buy-In

When employees are part of the decision-making process, they gain a better understanding of why changes are necessary. Instead of viewing the new system as an imposed directive, they can see it as a strategic step aligned with organisational goals. This understanding promotes buy-in, making them more willing to put in the effort needed for a successful transition.

• Example: In an organisation adopting a new CRM system, sales teams who are briefed on the system’s potential to streamline customer interactions and increase sales efficiency are more likely to embrace it.

If we look at the power of Co-pilot integrated in Dynamics 365 for example, just the research agent saves a Sales department a huge amount of time and gives more insights than traditional methods allowing the department to better target their clients in real time.

In contrast, if employees feel that changes are simply handed down without context, they may question the rationale behind them, leading to reluctance and even passive resistance. When employees don't see the value, they may be less likely to support the change, viewing it as a burden rather than an improvement.

2. Reduced Resistance and Enhanced Adaptability

Resistance is a natural response to change, especially when people feel excluded from the decision-making process. Engaging employees from the start allows them to voice their concerns, discuss potential challenges, and address any fears. This engagement helps reduce resistance and builds adaptability.

• Example: If a company introduces an ERP system but doesn’t include employees in the discussion, employees may be overwhelmed by the complexity of the system and less willing to learn it. However, if employees are briefed on how the system will ease workflows, and if they are allowed to raise concerns, they’ll be more prepared to adapt and be less resistant to the transition.

Without this engagement, employees may view change as a disruption to their routines, leading to lowered morale, decreased productivity, and in some cases, turnover and profitability.

3. Leveraging Employee Knowledge and Expertise

Employees are often experts in their respective areas, with valuable insights into what works and what doesn’t. By engaging them, businesses can harness this knowledge to refine new processes and avoid potential pitfalls.

• Example: During the implementation of a new project management system, feedback from employees in various departments can reveal which functionalities are critical for their roles. By incorporating this feedback, the company ensures that the system meets practical needs, making it more effective.

Neglecting this knowledge base can lead to poor implementation and inefficient processes. Employees who feel their experience and insights are undervalued may disengage, resulting in missed opportunities to streamline processes and improve systems.

4. Faster, More Effective Training and Onboarding

When employees are involved in the change process, they are more likely to feel invested in learning how to use the new system or process. Engagement also helps identify the most effective ways to deliver training, as employees can provide input on what will help them best.

• Example: A company rolling out a new data management platform can work with employees to develop a training program that fits their learning preferences. Engaged employees who have helped shape the training are often more motivated to complete it successfully, accelerating the onboarding process.

Conversely, if employees are uninvolved in the transition process, training can be less effective and more time-consuming. Employees may feel indifferent about completing the training and are likely to approach it with minimal interest, reducing the overall effectiveness of the program.

5. Building a Positive Culture of Change

Engagement fosters a culture where employees view change as a positive aspect of growth rather than a threat to their routines. When employees see that their feedback is valued, they develop a sense of trust and openness toward future changes, which is essential for long-term adaptability.

• Example: An organisation that routinely includes employees in change initiatives—such as system upgrades, process redesigns, or policy changes—cultivates a workplace where employees are more willing to participate and engage in future transitions.

Failing to engage employees, however, can lead to a workplace culture marked by uncertainty and apprehension. If employees feel that change is imposed without their input, they may develop negative attitudes toward new initiatives, viewing them as inconveniences rather than improvements.

6. Enhanced Productivity and Job Satisfaction

Engaging employees in change management contributes to productivity and job satisfaction. Employees are more likely to remain motivated and productive when they feel their opinions matter and that they are active contributors to the organisation’s success.

• Example: Involving employees in process changes can lead to practical improvements, such as simplifying redundant tasks, which can enhance productivity. Additionally, knowing their input is valued boosts morale and job satisfaction.

In contrast, excluding employees from the process can have the opposite effect. Employees who feel ignored or overlooked are less likely to go above and beyond in their roles, leading to reduced productivity and possibly even higher staff turnover.

Conclusion: Embracing Employee Engagement in Change Management

Implementing new processes and systems can be a transformative experience for a business, but the approach to change management is crucial to success. Engaging employees in the process of change management is not only beneficial but essential. By encouraging their input, addressing concerns, and recognising their expertise, businesses can reduce resistance, improve adaptation, and foster a culture of positive change.

In contrast, excluding employees leads to misunderstandings, resistance, and lower morale, which ultimately hinder the company’s goals. For any organisation looking to grow and evolve, engaging employees in the change process is a strategic advantage that will contribute to smoother transitions, happier employees, and sustainable success.